Contentious work environments lead to performance challenges. Interest-based negotiation allows for better outcomes. Change the narrative, transform the results.
2. Unionized environments experience the
same kinds of tension.
Organized and ritualized forms of
negotiations referred to as collective
bargaining.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 2
4. Early 20th century – Agriculture to Industrial
change.
Population moved from rural to urban.
Great Depression – large numbers of skilled
and unskilled labour.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 4
5. Up to 1938, there was no federal minimum
wage law or laws governing child labour.
Factories moved to Southern States held
high unemployment which encouraged less
political resistance to low wages and child
labour.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 5
6. Union movement began in the 1830’s but
grew considerably during the Great
Depression (1930’s)
National Labour Relations Act (1935) was
passed by Congress.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 6
7. In 1947, responding to labour unrests and
strikes, Congress moved the mediation
function from the Department of Labour to
the Federal Mediation and Conciliation
service.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 7
8. Unions are struggling to attract members
because of the challenging economic times.
Workers are hesitant to agitate for better
wages and working conditions.
Unions may become attractive in the future if
history is to be a guide.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 8
9. Employers may adopt an approach that
discourages the effort of unions due to
political and legal cultures towards trade
unions.
Telecommuting and other means of
satisfying work obligations has impacted
unionization efforts.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 9
10. White collar professionals (e.g. nurses,
pilots)
The birth of hybrid professional associations.
[provides greater influence on workplace
policies and governance without actually
negotiating collective agreements.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 10
11. Airline Industry
o Companies pursuit of people first initiatives.
(Southwest Airlines)
o Adopting less underhand techniques during
the process.
o Proactively addressing the needs of their
internal clients.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 11
12. A union grievance is any alleged violation of
the “contract, past practice, employer rules,
previous grievance or arbitration
settlements”.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 12
13. Defined as the steps that promote an
organized way of addressing violations of the
collective agreement etc.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 13
14. Grievance Process
Open Door Policies
Mediation Programs
Hotlines
Workplace training programs
Litigation
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 14
15. Teamwork and collaborative efforts lead to
long term organizational health and
improved morale among constituents.
Reframing the relationship using innovative
phrases like principled negotiations,
employee centered management.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 15
16. Share useful data
Communicate
Demonstrate a willingness to view the other
as a partner.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 16
17. Get to know the players.
Be transparent
Engage other actors to create benchmarks
or goals.
Clarify your span of control.
Communicate ‘trust’.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 17
18. Rights Arbitration – union grievances
Interest Arbitration – terms of the collective
agreement.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 18
19. Relationships are being assessed.
Changing adversarial stance brings risks to
both.
Unions fear they will be viewed irrelevant.
Management fears hidden agenda.
There is need to reframe the context.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 19
20. Raines, S. (2013). Conflict Management for
Managers. Resolving Workplace,
Client and Policy Disputes. Jossey-Bass
*All images sourced from Google Search
Engine.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 20
Notas do Editor
Collective Bargaining is the agreement reached between an organization representing labour and the company outlining the terms of employment. It covers the initial contract between a group of employees and company leaders as well as information relating to renegotiation after the initial period has passed.
The act made it illegal for companies to spy on, harass, or retaliate against employees who attempted to organize for collective bargaining. Companies could not refuse to bargain with the representative appointed by union members nor can unions require employees to join on condition of employment.